intergrated waste management...1 intergrated waste management system in dimapur city, india group...
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INTERGRATED WASTE MANAGEMENT SYSTEM IN DIMAPUR CITY, INDIA
GROUP STUDY PROPOSAL Group members: (from left to right)
Mr. Htoon Minn Than (Ko Minn - Myanmar)
Ms. Lopez Edilyn Gutierez (Edz - Philippines)
Ms. Nakseeharach Dauenden (Pik - Thailand)
Ms. Niksungla (Nicky- India)
Ms. Nguyen Hoang Nguyen (Rosie - Vietnam)
Ms. Heang Omuoy (Omuoy - Cambodia)
Mr. Manichith Phonephet (Ko - Laos)
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Table of Contents Executive Summary .............................................................................................................................. 3
1. About Us ........................................................................................................................................ 4
1.1. Logo ............................................................................................................................................ 4
1.2. Vision ...................................................................................................................................... 4
1.3. Mission .................................................................................................................................... 4
1.4. Core Values ............................................................................................................................. 4
1.5. The Team ................................................................................................................................ 5
1.6. Our Services ............................................................................................................................ 5
2. Background ................................................................................................................................... 6
2.1. India Context ........................................................................................................................... 6
2.2. Area Selection - The State of Nagaland .................................................................................. 6
2.3. Site Selection – Dimapur City ................................................................................................ 7
3. Stakeholders .................................................................................................................................. 9
4. Problem Analysis ........................................................................................................................ 11
4.1. SDG Progress Report of Japan, India and ASEAN .............................................................. 11
4.2. India’s Solid Waste Management Crisis ............................................................................... 11
4.3. The Waste Management Problems in Dimapur, Nagaland ................................................... 12
4.4. Gaps between Ideal State and Current State ......................................................................... 14
5. Short term goals .......................................................................................................................... 15
6. Risks and external factors .......................................................................................................... 16
7. Project Organization and Implementation ............................................................................... 17
7.1. Why Social Enterprise for Duncan Basti .............................................................................. 17
7.2. Project Organization ............................................................................................................. 17
7.3. Activities ............................................................................................................................... 18
7.4. Business Process ................................................................................................................... 21
7.5. Impact ................................................................................................................................... 22
7.6. Simple Marketing Strategy ................................................................................................... 22
8. Budget & Finance ....................................................................................................................... 25
9. Sustainable Development ........................................................................................................... 29
9.1. Philosophy............................................................................................................................. 29
9.2. Value Prositioning ................................................................................................................ 30
9.3. Building sustainable community ........................................................................................... 31
10. Conclusion ............................................................................................................................... 33
References:........................................................................................................................................... 34
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Executive Summary
Dimapur City is nestled in the State of Nagaland, one of the North-eastern States of
Incredible India. The city, being the State’s most urbanised city as well as its commercial
hub, is facing a dire situation with the voluminous waste generation and composition.
Further, with no proper town planning, rise in urbanization, influx of migrants and no
accurate data on the myriad of modern waste generated on a daily basis, the problems caused
by waste have only elevated.
PEKKORN International is a social enterprise that is the first in the State of Nagaland
that deals with solid municipal waste and gives research and consultancy services. It is the
acronym of the founders’ names and is designed according to our respective flags. The left-
most colourful rays express our desire to contribute in achieving the Sustainable
Development Goals.
We aim to assist the local authority and communities of Dimapur City by looking into
mid-to-long term solution for waste management by conducting research on the waste
generation for accurate data, which will help in providing expert opinion on the most relevant
waste streams, their characteristics and treatment options, including allocation of funds for
proper management of the waste.
Our proposed site is Duncan Basti, a colony in Dimapur City, which has been selected
based on the “Waste Assessment Report, 2019”. It is one of the most popular areas in the city
and close to the commercial area, known for its social activities due to its active youth,
Christian ministry and mother associations. Also, this area generates the most waste amongst
all the residential areas.
The first year of full operation, PEKKORN International net profit is around 10,027$
and then keeps increasing year by year. In addition, its gross profit margin and net profit
margin are 50% and 19%, respectively. The Return on Equity (ROE) and Return on Asset
(ROA) show that its business is very efficient through 5 years. Also, part of our proceeds will
go to the community as part of our “give back to the community” program.
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1. About Us Inspired by the IATSS Forum program and the Sustainable Development Goals
(SDGs), Group Study B decided to create a social enterprise called PEKKORN International
to help build sustainable communities.
This is the first social enterprise in Nagaland that deals with solid municipal waste
and also offers research and consultation services.
1.1. Logo
1.2. Vision To be the leading social enterprise with a holistic and multifaceted approach towards
sustainable community.
1.3. Mission To establish an area-wise collection & disposal services addressing community issues
that will bring about social, economic & environment development;
To create a community – based management system where all the households are
involved;
To promote & protect human rights to achieve SDGs; and
To promote & educate the community on waste management.
1.4. Core Values o Advocating trash to cash concept
o Promoting Sustainable Community
PEKKORN is the acronym of the founders’ names and is designed according to our respective flags. The left-most colourful rays express our desire to contribute in achieving SDGs.
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o Uphold better quality of life
1.5. The Team
1.6. Our Services
Research and Consultancy
Training and Education
Integrated Waste Management Services
PIK, Thailand
EDZ, The Philippines
KO MINN, Myanmar
KO, Laos
OMUOY, Cambodia
ROSIE, Vietnam
NICKY, India
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PEKKORN International will focus on research, consultancy, training and education
on waste management and also provide Integrated Waste Management Services. Part of our
proceeds will go the community as part of our “give back to the society” program.
2. Background
2.1. India Context
India, the world’s sixth largest economy, continues with its phenomenal growth rate,
both with its economy and population. This has however, led to an unprecedented problem in
the form of unceasing generation of voluminous waste every day. The plethora of waste
management rules and also, the “Swachh Bharat Abhiyan” initiative launched on 2nd October,
2014 to make a ‘Clean India’ have not been able to mitigate the mammoth waste woes.
2.2. Area Selection - The State of Nagaland
Nagaland, one of the Seven North-eastern States, is blessed with rich flora and fauna,
and considered one of the biological hotspots of the world. It is home to Tragopan blythii
(Jerdon), a bird, that is found only in Nagaland.
Nagaland and Waste – the Challenges
The State’s traditional method of waste management is unable to cope with the
complexities of modern waste. Further, the lack of policies and by-laws on waste
management only aids to the problem. Another recurring issue is the special status accorded
to the State by virtue of Article 371A of the Constitution of India. This article recognises the
Naga people’s right to follow their customary practices and traditions. This has led to the
public to have a negative perception about the waste management rules and the presumption
that the rules contravene Article 371A makes the issue more difficult to tackle. Also, earlier
the municipal affairs was under the Urban Development Department but the former has been
made into a separate department, which makes the implementation process more complicated
due to lack of coordination between the two departments. As such, the Nagaland civic
services lack manpower, resources, knowledge and technical expertise. This has resulted in
their complete lack of awareness about waste segregation, recycle, reuse, reduction and
proper solid waste management practices in the State.
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2.3. Site Selection – Dimapur City
Dimapur City, the State’s most urbanised city as well as its commercial hub, is facing
a dire situation with the voluminous waste generation and composition. Further, with no
proper town planning, rise in urbanization and influx of migrants, the problems caused by
waste have only elevated. In this state of affairs, the Dimapur Municipal Council, whose
ambit and jurisdiction covers a population of 122,834 and an area of 18.13 km2, divided into
of 23 wards comprising of 96 colonies, has been managing the resultant waste problems.
2.3.1. Geography and Climatic Conditions of the Dimapur District
The area covered by the city and surrounding villages is an undulating plain, the only
plain region in Nagaland, characterized by an acutely broken topography. It is surrounded by
hills and highlands on three sides. The eastern portion of the town is covered by the flood
plain of the River Dhansiri, and the area, east of Golaghat road, is subject to flooding almost
every year. The major portion of the area between the road and Dhansiri river remains
marshy and water-logged. The town is generally gradient towards the east.
It has practically two seasons: Dry Season (October – May) and Wet Season (July –
September. Dry season may be sub-divided into Hot and Cold weathers. Hot weather begins
from March whereas Cold weather begins from November. The climate in Dimapur district is
hot and humid in the plains during summer reaching a maximum of 40°C, with humidity up
to 93%. South West Monsoon normally becomes active by the 2nd week of July, while
heaviest rainfall occurs during the months of July and August. In winter, the weather is cool
and pleasant.
2.3.2. Population of Dimapur City and its Projection
As per the provisional reports of Census India, population of Dimapur City in 2011 is
122,834; of which male and female are 64,300 and 58,534 respectively.
Population Projection
The Statistical Handbook of Nagaland, 2017 released by the Directorate of Economics
and Statistics, shows the projected population of Dimapur District from 2011-2021 as:
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YEAR POPULATION 2011 378811 2012 391314 2013 404229 2014 417571 2015 431353 2016 445590 2017 460297 2018 475489 2019 491183 2020 507395 2021 524142
2.3.3. Demographics of Dimapur City (as per 2011 Census)
Literacy
Description Total Male Female
Literates 92,594 49,758 42,836
Average Literacy 86.03 % 88.05 % 83.79
Religion
Description Total Percentage
Christianity 55,397 45.10 %
Hinduism 50,492 41.11 %
Muslim 13,765 11.21 %
Slums
10,275 number of people residing in slum areas. This is around 8.36% of total
population of Dimapur city.
2.3.4. Strength of the city
Being the commercial hub, the by-laws on waste management can be actually
implemented. Further, the city is moving towards a progressive society as evidenced by the
proactive role taken to make the city clean. The DMC started the “Better Dimapur” initiative
for making Dimapur Clean with active community participation. CSOs, NPOs and NGOs are
coming together to address the waste issues like Team Clean which conducts cleanliness
drive and install dustbins; Pro-Rural that is taking on organic waste; Team Green that plants
trees and flowers in the commercial areas; E-Circle that deals with electronic waste, etc.
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Informal sector
The rag pickers or informal sector are the scavengers that salvaged the waste for
recyclables. In Dimapur city, the informal sector, being migrants, are ignored and as such,
even their most basic human rights have been denied. They salvage for the waste in the whole
city and from the dumpsite. If regulated, their services will greatly benefit the waste
management system.
2.3.5. Proposed site for Pilot Project – Duncan Basti
Based on the said report, Duncan Basti, a colony in Ward 9, generates the most waste,
i.e., 5880.3 Kgs per day (Dry waste – 1161 kgs; Wet waste – 1997.8 kgs and Mixed waste:
2721.2).
The proposed site is one of the most popular area in the city and close to the
commercial area. It is known for its social activities due to its active youth, Christian ministry
and mother associations. The area will not only benefit from having an integrated waste
management system but can be the thrust required for implementing an effective waste
management system in the city.
2.4. Objective of the Project
To mitigate the current waste problems in Dimapur City, PEKKORN INTERNATIONAL
aims to assist the local authority and communities of Dimapur City by looking into mid-to-
long term solution for waste management by conducting research on the waste generation for
accurate data, which will help in providing expert opinion on the most relevant waste
streams, their characteristics and treatment options, including allocation of funds for proper
management of the waste.
The project will be conducted in 5 phases stretched over a period of 5 years. A
detailed description of the project, its breakdown, the implementation and time-frame is
provided in the chapter “Project Organisation and Implementation.”
3. Stakeholders
Collaborating with various stakeholders is of paramount importance in achieving our
goals and building a sustainable community as a whole. A list of the stakeholders is as under:
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1. Problem Analysis
Civil Society Organizations
This refers to the organizations in the local community who can help
us in all our activities especially on the training and education as well
as raising public awareness, transparency and good governance.
Local Community
This refers to approximately 7,000 residents of Duncan Basti,
Dimapur City, India. They will play a vital role for they will be the
forefront of this social enterprise.
Local Authority
This refers to the Dimapur Municipal Council. They will be our
partner in enforcing the by-laws,, research, and provide support to
the enterprise and the community.
Private Organizations
This refers to India’s private companies and groups with corporate
social responsibilities aligned to our vision and mission. They can be
the source of resources or any kind of support.
Recycling Plants
This refers to the recycling plants in India. Their role is to recycle
wastes thereby, reducing the pollution in the area.
Media
This refers to all print, broadcast, out of home, and digital media in India with of the same goals with our enterprise. They will help raise public awareness as well as documentation.
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4. Problem Analysis 4.1. SDG Progress Report of Japan, India and ASEAN
The United Nations (UN) adopted a new set of 17 goals collectively called the
Sustainable Development Goals (SDGs). This ambitious agenda is a call to action to end
poverty, protect the planet, and ensure that all people enjoy peace and prosperity by 2030.
India and ASEAN countries have made significant progress in improving incomes
and economic opportunities but currently facing challenges in ensuring a more inclusive and
environmentally sustainable growth. In the SDG Index and Dashboards Report 2018, only
Japan made it to top 20 most performing countries.
Recent reports of Chandrasekhar & Ghosh (2019) showed that India lags behind
among South Asian nations. India, which is not only the largest and most diversified
economy in the region but also prides itself on rapid income growth, performs very poorly
even in relation to other South Asian countries.
4.2. India’s Solid Waste Management Crisis
As per 2017 reports, the current waste management practice in India involves a
system whereby the collected waste are simply transported to a low-lying landfill. The open
dumping practice is leading to various problems like pollution and health hazards. This is
affecting surface and groundwater, with groundwater being in a critical state. Current
procedures are not ideal, hence, the solid waste management crisis. One report also
mentioned that in 2001 India generated 46 million tonnes of waste and by 2048, the
number is predicted to reach an estimate of 125 million tonnes, making India the largest
waste contributor of the world if measures are not taken. Recent data shows that on an
average, India generates 62 million tonnes (MT) of municipal solid waste per annum. From
there, only 43 MT of the waste is collected, 11.9 MT treated and 31 MT dumped in landfill or
dumpsite sites. Most experts are of the opinion that India is following a flawed system of
waste disposal and management.
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4.3. The Waste Management Problems in Dimapur, Nagaland
The waste management in Dimapur falls short of the desired level as the present
system is outdated and inefficient to tackle the modern waste generation. The city does not
have a Solid Waste Management Plant nor a landfill but has an open dumpsite located really
close to a river and residential area with vegetable farms.
The local authority estimated that the city generates 100 TPD of waste every day as
on June, 2018. However, the data being insufficient to understand the waste problems, the
DMC took the technical assistance of Living For Environment (LiFE), an environmental
based NGO to conduct an exhaustive assessment of the waste generation. The Waste
Assessment Report, 2019 gives a detailed account of the waste generated in Dimapur City, its
composition and characterisation, along with an assessment of the prevailing waste
management system. As per the report, Dimapur City generates 111124.56 Kgs/111.12 TPD
as on February-March, 2019, which is 11124.56 Kgs/11.12 TPD more within 8 months.
Projection of the waste generation could not be ascertained; however, it can be
assumed that in a year’s time the waste generation will increase by at least 15000
Kilograms/15 TPD.
Here are the top three problems based on the recent conducted assessment report:
Poor understanding of the value and dire effects of waste on environment and health.
Lack of accurate data/expert body.
Local community still using the traditional and Unsystematic waste collection and
disposal area.
Let us dig deeper on the problems for us to better view how we address the concerns.
4.3.1. Poor understanding of the value and dire effects of waste on environment
and health.
The literacy rate in Dimapur, Nagaland,
India is 86.03%. However, the local
residents have poor understanding of the
effects of wastes on environment and health,
which leads to: (a) Improper disposal (b)
Irresponsible consumption and production;
(c) non-implementation of the existing laws;
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(d) lack of public participation; and (e) lack
of supportive mechanism.
4.3.2. Lack of accurate data and expert body.
Due to lack of comprehensive data, the local
authority cannot take effective measures to
address the current waste generation.
The Report mentions that the local authority
does not keep abreast of the current data on the
municipal area, viz., population, number of
households, shops, institutions, hotels and
restaurants, area size., etc., which is necessary to determine accurate waste generation data
including per capita data. They are still referring to the 2011 data which is outdated. Also,
although the local government desires to improve Dimapur in all aspects, they lack expertise
especially in terms of environmental scientific studies. The good thing is, they are very
supportive to a social enterprise or any groups that will help them build a better Dimapur.
4.3.3. Local community still using the traditional and unsystematic waste
collection and disposal area.
Due to lack of data and concrete analysis not
to mention poor understanding of the effects of
improper waste disposal, local authority and the
local community still stick to the following
traditional methods of disposing wastes:
Dumpsite emissions from decomposing organic matter mixed with other waste.
Unsegregated and overflowing waste left piled up on receptacles.
Burning of wastes including the construction and demolition waste, and the
automotive waste from cars and workshops.
Dumping of waste in water sources.
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Burying of diapers or sanitary waste and animal feces.
When considering solutions, no matter how advanced the solution is, unless and until
it is applied to the ground zero level, it will not be effective. Therefore, the role of the local
community is very vital. Without their full participation, no programs will be that successful.
4.4. Gaps between Ideal State and Current State
Below shows the gaps between ideal state and current state of Dimapur City. This is
also the basis of the proposed solution:
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5. Short term goals
In 1 year, no littering and dumping of waste in Duncan Basti
The Waste Assessment Report 2019 revealed that there were large amount of waste in
Duncan Basti. Therefore, all households in this targeted area need to understand clearly the
negative effects of improper waste disposal. By conducting awareness raising campaigns,
training and education, we expect that there would be no littering and dumping of waste
among 600 households within one year from the date of implementation.
In 4 years, a MRF (Material Recovery Facility) will be set-up and utilized
IDEAL DIMAPUR
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As of now, there is no MRF available in the whole state of Nagaland. Utilizing the
financial resource from our business activities during the first three years, we plan to set up a
decentralized MRF in Dimapur City for sorting waste collected from certain areas of
Dimapur City.
In 5 years, 90% households will do segregation
In five years, PEKKORN International expects that 90% of the households in Duncan
Basti will practice segegration-at-source. This is the anticipated result from the collaborate
between the local authorities, civil society organizations, private sector and local residents
which is created through our business operation.
6. Risks and external factors
Internal Risk Risk Mitigation
Finance (Insufficient funds) Allocate buffer fund for three years
Health (Employee’s sickness,
injure)
Health Insurance
Human Resources (Ineffective
management or leadership, lack
of skills, staff turnover)
Regular staff training, staff retention strategy, encourage
and motivate.
Technical (collecting and
segregation of waste)
Use proper process with a standard guideline
Operation (Process and
systematic working)
Create Standard Operation Procedure (SOP) with internal
auditing
Physical (Location, safety) Establish proper contract with safety
External Risk
Amend Law and Regulation (
Employment regulator, Safety
regulations)
Designating an expert on law and ensure its compliance.
Country economy (Economic
growth, employment policies,
Inflation)
Keep updating information.
Natural disaster (Flood,
Earthquake, Typhoon)
Select local area which is safe
Political (Stable and Instable) Be flexible and be with situation (Be proactive)
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7. Project Organization and Implementation 7.1. Why Social Enterprise for Duncan Basti
The phenomenon of social entrepreneurship had been in progressive discussion for a
long time in India, due to the raising need and significance of rapidly changing economic,
environmental, social and political factors. The need originates in the inability of
governments in providing innovative solutions for sustainably meeting social challenges.
Quite consequentially, policy-makers and practitioners have been attracted towards the
phenomenon of social entrepreneurship, considering the potential of this movement to cause
change sustainably.
The core factor differentiating social enterprises from the commercial ones is the goal
to build solutions for social problems through the creation of business ventures, thereby
marrying managerial efficiency and innovation with a passion for driving social change,
whereas the commercial ones focus more on business or technology leadership.
There are many platforms that we have put into consideration in order to challenge the
root causes of the problems we identified. Through deck researches, we came to realize the
existence of different NGOs working around Clean and Green activities in Dimapur yet when
it comes to the unceasing dumping of waste, the questions still remain unanswered. The key
drivers in our approach to particular area like Duncan Basti is based on the Triple Bottom
Line namely: 3Ps; People, Planet and Profit. The best possible platform to balance between
these is; I must say by means of social-minded business that can create huge impacts not only
for socially and environmentally but it can also sustain itself financially to be able to create
more impacts in the longer run.
7.2. Project Organization Location
PEKKORN International will execute its program in Duncan Basti, Dimapur city
which is close to the commercial area. Duncan Basti has a population of 7000 with about 600
households.
Facility
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The office of PEKKORN will be at the co-founder’s residence and the sheds for the
waste will be constructed accordingly. The waste stores will be connected to the supply for
lights and other utilities.
In order to collect the waste from the households and thereafter transport it to the
shed, the facility will have at least one automobile at the disposal.
Employee
The management team at PEKKORN International will be responsible for the overall
planning of the activities and organizational development for the initial five years of the
process.
Organization Chart
7.3. Activities 7.3.1. Research & Consultancy
Our advisory project has a number of standard phases, irrespective of the functional
nature of the issue or the industry it is in. The first phase is the preparation phase, where
project members plan the project in terms of client agreements, staffing, budgeting, planning,
project structure and governance.
The problem definition phase follows where the project team analyses the client issue
and, based on that, develops the requirement for the data gathering phase. Uncovering the
real problem ('root cause'), it often requires desk research, interviews and thorough analysis
Ko (Co-
Founder)
Ko Minn
(Co-
Founder)
Omouy(C
o-
Founder)
Edz (Co-
Founder)
Rosie (Co-
Founderr) Pik (Co-
Founder)
Nicky (Co-
Founder)
Manager
Assistant Driver
Sorter Sorter Sorter
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for it to surface. The data gathering phase subsequently ensures the required information is
obtained, through, for instance, surveys, benchmarks, interviews, etc.
Once the data has been gathered the consultants will proceed to the analysis phase.
Data is placed under scrutiny, analyzed, tested against hypotheses developed at the start of
the project and checked with the client. Following the validation of data, options and
solutions are developed, which stand at the basis of the final recommendation. A final
deliverable, often in the form of a PowerPoint presentation, is developed to inform the
stakeholders involved.
7.3.2. Integrated Waste Management
Collection and Segregation
At the initial stage, our two employees with an automobile will be there to collect the
segregated recyclable waste from door-to-door or upon contact. After the collection at the
households, offices or schools and the areas have been swept; the waste will be transported to
the shed for segregation. The three staff will be in charge of segregating waste into the three
categories: Papers, Plastics and Cans before sending them off to the customers.
7.3.3. Training & Education
Two types of training will be delivered: Internal and External trainings
Internal Training
All employees will undergo extensive awareness raising training, including the
linkage between a deteriorating environment, waste, and human health, the treatment and
management of waste, recycling, occupational hazards, health and hygiene, collection and
transportation procedures etc.
External Training
Training for Youths
One session for those interested young people for the potential job opportunity in
waste management.
One session for the Informal Sector (Rag-pickers) to get awareness in hygiene and
hazardous substances.
Deliver “Sustainable Integrated Waste Management Training” to CSOs and interested
parties.
7.3.4. Awareness Raising Campaign
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Influencing behaviors, attitudes and practices of concerned stakeholders is also
fundamental to the successful implementation of our waste management strategy and action
plan. The local Eco-clubs will be utilized as the venues for our campaigns where members of
the public should be educated and encouraged to practice more sustainable lifestyles such as
minimizing or avoiding the purchase of products that generate large quantities of waste. The
campaigns will mainly encourage buying environmentally-friendly products in general with
the 3 Rs – Reduce, Reuse and Recycle rather than discarding them; composting food wastes
at home; carrying out source separation of waste as a part of the city’s waste recovery and
recycling programs; and ensuring hazardous materials are not discarded with household
waste.
Awareness raising and motivating the public to take action is imperative prior to the
introduction of our services. If, for example, PEKKORN were looking to encourage a change
in behavior or practice of the suppliers, such as perform segregation at their venues before
making contact for sales for the first time, ensuring that waste generators are aware of this
action in advance would be necessary for securing compliance. Therefore, we plan to conduct
vast awareness campaigns every six years to enhance public understanding on waste
segregation and proper waste disposal. The campaigns will engage various parties including
local governments, civil society organizations, community leaders, and the media. Especially,
the involvement of social media and influencers are of great importance in engaging young
people to join environmental movements. The social media campaigns also help to raise the
brand awareness for PEKKORN and secure some amount of our crowdfunding as well.
In addition, certain audiences are more receptive than others are when it comes to
educational program or the delivery of targeted information. We are planning to conduct the
education seminars at the local schools and university because we believe that educating
children early about the importance of managing waste properly at the individual and
household level, and subsequently reinforcing that message throughout the course of
schooling, will yield returns over many years by instilling awareness about responsible waste
behavior.
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7.4. Business Process
How it works
Initially, our venture is based on the social problems that we wish to eradicate with
the business approach. Being a start-up, we are going to engage the suppliers: Offices,
Households, Schools and the Informal Sector in an innovative way via our mobile app or by
simply receiving a missed call. At this point, our responsible staff will collect the waste and
clean up the areas at the contact points using an automobile. After that all the waste will be
transported to our own shed where the manager will ensure that our three staff perform the
systematic segregation of the waste manually which are then sorted out into three main
categories: Plastics, Papers and Cans. The recyclables or biodegradable waste will then be
traded as our main products whereas non-recyclables will be transported to the decentralized
MRFs. Refer to the flow chart below:
Project Work Flow
Paper
Producers &
Companies Segregation of
recyclable
waste
Suppliers
Plastic
Made contact Wait?
Cans
Collection
Training
Consultancy
Advocacy Transport
PEKKORN Int
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7.5. Impact
7.5.1. Economic Gain
Trash to cash can rake in very attractive revenue
The added surplus becomes the basis for the sustainability of the ongoing activities
7.5.2. Social Gain
More job opportunities for the local youths
No improper Disposal after 3 years of operation
The Informal Sector will be aware of their personal hygiene and hazardous substances
Students will get educated with waste management
Students will have better sense of belonging and love for their environment
Local communities will gain better quality of life
7.5.3. Environmental Gain
Less dumping will assist in the decreasing of waste piles
Proper disposal manner will cause less damage to the life below water
Greener and cleaner environment for community
Responsible consumption and production will assist in the reduction of CO2 emission
7.6. Simple Marketing Strategy 7.6.1. Marketing Strategy
PEKKORN International., shall exercise either Pull or Push marketing for both
customers and suppliers. Push marketing is a promotional strategy where businesses attempt
to take their products to the customers. The term push stems from the idea that marketers are
attempting to push their products at consumers. Common sales tactics include trying to sell
merchandise directly to customers via company showrooms and negotiating with retailers to
sell their products for them, or set up point-of-sale displays. Often, these retailers will receive
special sales incentives in exchange for this increased visibility. The goal of pull marketing is
to get the customers to come to you, where marketers are attempting to pull customers in.
Common sales tactics used for pull marketing include mass media promotions, word-of-
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mouth referrals and advertised sales promotions. We are ensuring our messages are delivered
through the marketing channels with AIDA model.
The AIDA Model, which stands for Attention, Interest, Desire, and Action model, is
an advertising effect model that identifies the stages that an individual goes during the
process of purchasing a product or service.
Attention
As for a start-up business, the awareness of our brand existence from the suppliers
and customers are highly crucial. In order to achieve this we are going to post the sexy
celebrity doing segregation of waste with our logo and catchy slogan near dumpsites, at malls
and public places.
Interest
We understand that if our service and product have no meaning then they will not be
persuaded to make a purchase. To ensure that the campaigns we are conducting will
emphasize more on the impacts that our enterprise is creating and the changes we are seeing
in a few years time. The media campaigns will feature our services along with local
municipality and becomes a headline in the local newspapers.
Desire
Once we have got interests from the customers and suppliers, then we are trying to
make sure that the customers will feel that they are not encouraging the dumping behavior
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but instead helping the community through the engagement with us. Additionally, the
suppliers will also be motivated as being a responsible person towards the environment.
Action
As for the ‘call to action’ part, we are making sure to add the ‘Call us today and get
benefits’ portion to every advertisement and campaign slogans.
7.6.2. Action Plan and Time
Targets Timeline M&E Process
1 Data collection, pitching and crowdfunding, awareness campaigns, training
- Comprehensive data collection will take place to obtain concrete data in Duncan Busti
- Pitching and crowdfunding to receive the minimum working capital
- Public campaigns will be conducted every half-year to raise awareness on trash segregation and proper waste disposal.
- Collaborate with local authorities and civil society organizations to implement door-to-door training for households.
Year 1
2 Setting up office and launch operation
- Purchasing of the necessary items to set up the office
- Set up a Shed to store waste
- Hire personnel
- Conduct internal awareness trainings
- Run operation
- Approach the potential suppliers
Year 2
3 Awareness raising campaigns continuing
- Partner with the like-minded organizations
- Continue to conduct awareness campaigns on a regular basis to enhance public understanding on environmental issues
- Approach the corporates under CSR programme
- Deliver the ‘Integrated Waste Management Training’ to the interested parties to generate additional incomes and raise awareness.
Year 3
4 Set up decentralized MRF (Material Recovery Facility) and Year 4
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Add Innovation
- Setting up a decentralized MRF (collection point) for segregated trash
- Conduct trainings for interested youths
- Deliver hygiene and hazardous waste education to Informal Sector
- launch mobile app to create a platform for both suppliers and customers
5 Evaluation and business expansion
- Evaluate the business after the five year plan
- Conducting data research in other types of waste (ex. sanitary waste)
- Based on the data over five years span, another possible type of waste will be considered for future prospect
Year 5
PDCA Chart
Plan Do Check Act
Strategy (Target)
Main Item
Achievement STD
Achievement Record/Result
Eva. Gap Analysis/ Concerning Item
Future Action
8. Budget & Finance
The estimated capital of PEKORN International (PEKORN) is US $ 15,741. The
source of funding is from sponsors in India who are the top companies and have incorporated
Corporate Social Responsibility (CSR) initiatives in their policies successfully. This includes:
Tata chemical,
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AMbuja cement,
Infosys,
Mahindra & Mahindar (M&M),
ITC,
Tata Motors,
Hindustan Zinc Ltd,
Bharat Petroleum corporation Ltd,
Coca-Cola multinational, and
Ultra Tech cement Ltd.
The total investment of US $ 15,741 will include fix capital (one-off capital cost) of
US $ 11,820 and working capital of US $ 3,921. The fix capital will cover one truck, one
computer, furniture and others. The working capital will cover expenses relevant to day-to-
day operation as shown in the table below:
PEKORN will have full operation in 2021 (however, some activities may start in
2020). According to the initial data of the research team about Dimapur and Duncan,
PEKORN estimates its financial projection as provided in the following tables. The estimated
revenue and operating expenses are initiatively projected in monthly basis and then converted
to yearly basis.
The revenue will come from three types of dry waste, such as paper, plastic and cans.
For other economic waste will be subject to consider in the future. The first year of full
operation or year 2021, PEKORN estimates to generate 51,759$ with the Cost of Goods Sold
COGS) of 25,869$. Thus, the gross profit will be 25,879$. Then the next four year, the
revenue and COGS growth rates are expected to grow 5% per year. COGS is variable cost.
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The total expenses will cover operating expenses and other expenses. It is the fix cost.
The first year of full operation or 2021, PEKKORN estimates to expense for fix cost
(including depreciation) of 15,852$. The first two years the office rent is free of charge
because the co-founder will provide her place for the beginning of project. Then, third year,
PEKKORN may pay for the office rent. That is why the projection includes the office rent
from third year on.
The first year of full operation, PEKKORN’s net profit is around 10,027$ and then
keeps increasing year by year. In addition, its gross profit margin and net profit margin are
50% and 19%, respectively. The Return on Equity (ROE) and Return on Asset (ROA) show
that its business is very efficient through 5 years.
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Revenue, Expense, Net profit and key financial ratio
In conclusion, the budget analysis shows that PEKKORN’s business is profitable and
can be sustainable in long-term. Its Net Present Value (NPV) is 8,865$. This indicates that
the projected earnings generated by the investment exceeds the anticipated costs. Thus,
PEKKORN’s business will be profitable. In addition, its Internal Rate of Return (IRR) is
30%, this reaffirms that the investment is beneficial and higher the average banking deposit
rate. In essence, the Payback Period is within three years. Hence, PEKKORN has high
opportunities to invest more in its business in next three years. the Break-Even Point (BEP) is
57,865 kg per year or 31,794$ years. That means that if PEKKORN can collect and sell
economic waste over BEP, PEKKORN will have more income.
Analysis
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Notes:
The projection (capital, revenue, expense, etc.) is based on the initial information from
our co-founder’s team in Dimapur, India (subject to the quality of research and data
collection):
The estimated volumes of raw material (paper, plastic, and cans) that supply to PEKORN
each year are around 2%, 4.5% and 2% of total waste in Duncan (target area)
respectively;
The selling prices of paper, plastic, and cans are 0.36 US$/kg, 0.44 US$/kg and 1.02
US$/kg respectively;
The costs of raw material of paper, plastic, and cans are 0.18 US$/kg, 0.22 US$/kg and
0.51 US$/kg;
The Exchange rate is 1USD = 68.95 Indian Rupee;
9. Sustainable Development 9.1. Philosophy
Our philosophy is “contributing to the restoration of nature through our integrated
waste management services, creating a greener, cleaner and healthier ecosystem for future
generations to thrive on.”
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9.2. Value Prositioning 9.2.1. Trash to Cash
As of now, most of the residents in Dimapur are ignorant of the value of trash. They
simply dispose all the garbage in the dumpsites. One of the key value propositions in our
business is the economic benefit of trash. We offer to buy plastic, metal can, and paper from
local residents, which can be an additional source of financial income.
In the later phrases of our business, we plan to establish community compost bin in a
common space. This is where all the community members can dispose of their organic waste,
and get free liquid fertilizer in return. By enabling local residents to directly witness the
benefits from their trash, we aim to inspire them to extend their segregation activities to food
and garden waste. Garden waste, as per the Report, accounts for more than 50% of the total
wet wastes being disposed of, hence, composting it to manure will help to significantly
lighten the burden on the local waste management system.
9.2.2. Public private partnerships
As of now, there have been a number of non-governmental organizations working to
tackle environmental issues in Dimapur. However, PEKKORN International, choose a
different approach. Our idea is to address this challenging problem while sustaining ourselves
with the model of social enterprise. This is considered as the first organization of its kind in
Dimapur City.
Our advantage is the mutual cooperation of local and international experts in various
fields. The co-founders are united from diverse backgrounds and expertises, which help to
provide extensive perspectives, global visions, and comprehensive solutions to the local
problems. On top of that, our human resources include experienced experts based in
Dimapur, who possesses local insights and up-to-date research data of the area.
One of the causes for the increasing environmental degradation in the city of Dimapur
is the lack of a research or advisory expert to provide reliable data, consultancy and training
services to the local authorities and organizations. PEKKORN is established to bridge that
gap, creating public-private partnership for environmental initiative. Using the holistic
method of collaborating with all of the relevant stakeholders, we aim to create comprehensive
system to strive toward the balance between economic and environmental sustainability.
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9.2.3. Better quality of life
The increasing amount of improper wastes can cause serious soil, water and air
contamination, which will directly affect the human health. By providing research and
consultancy services, integrated waste management system, and educational activities to local
residents and organizations, PEKKORN International, helps to mitigate the environmental
impacts of improper waste disposal, contributing to a greener, cleaner and healthier Dimapur.
9.2.4. Protecting human rights
Our business operation involves the engagement of informal sector. The situation is
that most of the informal workers in Dimapur are illegal immigrants, who often suffer from
prejudice and discrimination in the society. Their work also often fails to afford them basic
necessities. By providing employment opportunities to them, we are enabled to not only
utilize their skills and experiences in trash segregation, but also alleviate poverty among
informal sector. Educating and employing these scavengers in some parts of our business
would also contribute to developing their identities, protecting basic human rights.
9.3. Building sustainable community 9.3.1. Community development activities
Our future goals of trash segregation at household level and no improper disposal
would not be actualized without the joint effort from local residents and organizations. Hence
developing a self-supporting community is one of the most important tasks in our social
responsibility. PEKKORN International, is committed to building sustainable community,
parts of our profits will be given back to community development through various programs.
Apart from our business operation, we plan to build our organization as a community
hub, not only in environment protection but also in promoting green and sustainable lifestyle.
Below are some of our community activities:
Monthly talk shows and workshops, inviting environmental activists, youth leaders, or
community leaders to give inspirational talks on recycle – reuse – reduce ideas, zero
waste lifestyle, or natural living (utilizing local churches, community halls or youth
centers).
Quaterly “trashtag challenge”, which is a viral movement to encourage people to clean up
their neighborhoods. Beside positive environmental impacts, such movements help us to
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connect with enthusiastic young people in the area and muster their support to create
volunteer groups for other community activities.
Half-year “green” competition to encourage recycling ideas among the households.
Reward the best recyclers in the community.
Voluntary training and education activities on waste segregation methods. This will be
conducted from the beginning stage of our business. First we plan to connect with local
civil society organizations such as Mothers Association, youth clubs, environmental
NGOs, community leaders and implement workshops or training sessions for them.
Having gained necessary skills and knowledge on the topic, they would play the roles of
inspirers or motivators for proper waste disposal in their communities.
Social media campaigns on recycling, no single-use plastics, eco-friendly sanitary
products, engaging the government, influencers, youth leaders, the media and the general
public. With the support of influential social forces and mass media coverage, our
campaigns in raising awareness of the public on environmental issues can be widespread
not only in Dimapur or Nagaland, but to other parts of India as well.
Story-telling and sharing events from local people on topics green and sustainable
lifestyle.
Community potlucks with organic and envinronmental-friendly products for local citizens
to establish new relationships and enhance community bonds.
9.3.2. Responsible consumption and production
Waste management system can only mitigate the environmental effects to a certain
extent, but cannot solve the problem radically, as waste is still be increasingly generated. If
the general public is not aware of the negative effects of materialism and consumerism, the
planet still continues to suffer. At PEKKORN, we utilize our competitive advantages to
tackle waste problem, which is an urgent issue. However, we actively allocate a significant
resource on advocating and supporting responsible consumption and production. Only
through sustainable consumption and production, the society can bring about the transition to
a green economy and sustainable development.
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10. Conclusion
The current waste management system in Duncan as well as Dimapur is outdated and
inefficient to tackle the unceasing waste generation. With no Solid Waste Treatment Plant nor
a landfill, the city’s open dumpsite, which is located really close to a river and residential area
with vegetable farms, poses a looming threat to residents’ life and property, environment and
society. Hence, to mitigate the current waste problems in Duncan and Dimapur, PEKKORN
International aims to assist the local authority and communities by providing solutions for
waste management. It will be the first social enterprise in Nagaland that deal with these
problems.
PEKKORN International will first educate community and work with relevant
stakeholders to make them understand the value and also, the dire effects of waste on
environment and health. Secondly, PEKKORN International will conduct and provide
accurate data research on the waste generation, its characterization and composition. This will
help in providing expert opinion on the most relevant waste streams, action plan, treatment
options, including allocation of funds for proper management of the waste. In addition,
PEKKORN International will provide consultancy service to authorities, organizations, etc.
Thirdly, PEKKORN International will act as Waste and Recycling Collection and also,
support the local authority in waste collection, buying economic waste from local community
and encouraging them to segregate their trash. To provide these activities, PEKKORN
International aims to have sufficient fund to run a fully operational business by 2021, such as
collecting and selling economic waste in significant volume and generating sufficient income
to sustain its business, reaching its objectives and contribute to building sustainable
community.
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References:
Reports:
Living For Environment (LiFE). Waste Assessment Report. (2019)
Kemmis, S. & Wilkinson, M. (1998). Participatory Action Research and the Study of
Practice.In A. Atweigh, S. Kemmis, and P. Weeks. (eds.) Action Research in practice.
New York: Routledge. Pradhan, Upendra. (2009). Sustainable Solid Waste Management in a
Mountain Ecosystem : Darjeeling, West Bengal, India. University of Manitoba (Canada).
Yamane, T. (1967). Elementary sampling theory.(6 th. Ed.). Englewood Cliffs, New York:
Prentice—Hall
Kaseva, M.E., Mbuligwe, S.E., &Kassenga, G. (2002). Recycling inorganic domestic solid
waste: Results from a pilot study in Dar es Salaam City, Tanzania, Resources, Conversation
and Recycling Vol.35. pp. 243-257.
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https://www.thehindubusinessline.com/opinion/columns/c-p-chandrasekhar/why-is-south-
asia-performing-so-badly-on-the-sdgs/article26636204.ece
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http://www.maximpact.com/waste-management-training/
Framework to build meaningful communities: https://community-canvas.org/
Institute for Local Self-Reliance: https://ilsr.org/
https://www.downtoearth.org.in/blog/waste/india-s-challenges-in-waste-management-56753